Ask one question first: is the field of view the problem, or the analysis?
Innovation fails less for lack of ideas than for lack of system. This tool produces candidate opportunities two ways: where a competence meets a need that is badly served, and where a morphology is scanned to exhaustion.
PIVOD holds push and pull apart until each is honest, then joins them and names what is missing; OPID combines four to six dimensions into a long list — kept or discarded, never scored.
Teleology - Purpose: Why?
EUREKΩN carries the identification stage of innovation: what is worth doing next, before anyone asks whether it pays. The name is built from τεκ... no — from εὐρετικόν, heuretikón, what pertains to finding; the same verb gives εὕρηκα, eureka. The tool is a finder.
What it is for
- Two ways of finding, one stage — ask what is unserved, or scan what nobody has combined.
- PIVOD holds the two sides of an offering decision apart until each is honest, then joins them at one named point: a pain, an offering, a verdict.
- OPID cuts every strategic dimension into novelty levels and reference frames, and produces combinations in hundreds, unjudged.
- Both stop before assessment. Whether an opportunity is worth pursuing is valued elsewhere.
Which instrument, and when
PIVOD
Push-pull Integration for Value Offering Development
- You know your receivers and can name what they struggle with
- You want the offering that follows from what you can already do
- Output: key pains, matched offerings, three verdicts, innovation briefs
OPID
Systematic Opportunity Ideation
- The room keeps producing the same six ideas
- You suspect the answer sits outside everyone's field of view
- Output: a long-list, tagged, and the blind spots named
Enchiridion - Manual: How?
Two ways to use it
As a working tool, in the hands of a trained strategist — the senior strategist of the entity, say — who knows the method and drives it alone or with a small team.
Or, and this is where it is worth most, in a workshop moderated by such a specialist, or by us. Because the tool runs online, that workshop works over a collaboration platform (e.g. Teams®) as well as it does in a room.
1 · Choose the instrument
- Start with PIVOD when receivers and competences are known and the question is what to offer them.
- Start with OPID when the field of view is the problem rather than the analysis.
- Using both is normal — the long-list from OPID gives PIVOD candidates it would not have found.
2 · Work inside the instrument
- Each instrument keeps its own pages, its own example and its own file; nothing is shared automatically.
3 · Hand the result on
- PIVOD hands on matched pains with a verdict, and briefs where nothing yet answers.
- OPID hands on a long-list with tags and a blind-spot report.
- Both are inputs to assessment, which is where value, risk and flexibility are priced.
The operating steps of each instrument stand on the instrument's own pages, under What this does and how to use it — what the page produces, in how many steps, and the rule that governs it. What follows here is what those pages cannot say for themselves.
Ontology - Structure: Parts & relations?
Why the cause of insufficiency is its own field
- A pain without a cause cannot be answered: price, complexity, access, ignorance and distrust each demand a different response.
- It is also the honest test of the pain — if no cause can be named, the pain may not exist.
Why an empty cell is a finding
- An empty cell is rarely a statement about the world; it is a statement about who is in the room.
- The cross-sector and research frames are the ones left empty, and they are where discontinuity comes from.
Where this tool stops
- It does not value anything. Value, risk and flexibility belong to the assessment instruments.
- It does not decide. It produces candidates a human then argues about.
- Known objection — "this produces too much." It does, deliberately; filtering is the next stage.
Terminology - Glossary: Meaning?
| Identification | The stage that produces candidates; it never judges them. |
|---|---|
| Pull | What receivers need, stated by them, in their words. |
| Push | What we can do, stated by us, before any receiver is addressed. |
| Key pain | A job that matters and is served badly. |
| Connector | What opens a market without winning it. |
| Opportunity | One combination of strategic dimensions, written as one sentence. |
| Long-list | Everything kept, tagged and unsorted, handed to the assessment stage. |
Mechanics - Operation: Which control?
Nothing leaves this machine
No server, no account, no transmission. The tool runs in your browser and your case stays there — which is why it can be used on material a client would never put in a cloud.
It follows that a private window forgets everything when it closes, and that clearing your browser data clears the case with it. Save file keeps a copy; the exports take the result out.
Authorship
This tool is a synthesis. It was derived from an analysis of the works named below and combined with development of our own. The identification stage as a stage of its own and the two instruments carried in one frame are the work of dsc Strategy Consulting; each instrument names the theory it rests on inside its own Rights page. We claim neither the foundations nor the established techniques built on them — they are named and attributed here. What we claim is the synthesis, and the moves the literature does not contain. This page shows what was inherited from whom, and what was developed here.
The instruments
- PIVOD — Push-pull Integration for Value Offering Development.
- OPID — Systematic Opportunity Ideation.
- Both carry their own sources, their own rights text and their own version stamp.
PIVOD — the theoretical basis this rests on
- A. Ulwick, What Customers Want, 2005 — jobs to be done, and the separation of importance from satisfaction.
- J. B. Barney, Firm Resources and Sustained Competitive Advantage, 1991 — the resource-based view behind the push side.
- C. K. Prahalad & G. Hamel, The Core Competence of the Corporation, 1990 — competences carried across markets.
- M. E. Porter, What is Strategy?, 1996 — fit between activities.
- W. C. Kim & R. Mauborgne, Value Innovation, 1997 — value created by refusing the value–cost trade-off rather than by beating the competition.
- P. Kotler, Marketing Management, 1967 — the layered product; this tool instantiates the core benefit and the generic offering.
What was developed for this application
- The cause of insufficient satisfaction as a first-class element between pull and push.
- The three-verdict match — servable now, needs a connector, needs a competence — as the output of identification.
- The separation of the two sides in the tool itself, so that neither can be written to fit the other.
- The refusal to score or rank anything at the identification stage.
OPID — the theoretical basis this rests on
- H. I. Ansoff, Strategies for Diversification, 1957 — the product-market matrix this method re-cuts.
- H. I. Ansoff, Corporate Strategy, 1965 — the same matrix carried into a planning method.
- J. March, Exploration and Exploitation, 1991 — the exploration-exploitation split behind the novelty axis.
- W. B. Arthur, The Nature of Technology, 2009 — innovation as combination.
- C. M. Christensen, The Innovator’s Dilemma, 1997 — disruption arriving from outside the value chain.
- W. C. Kim & R. Mauborgne, Blue Ocean Strategy, 2005 — uncontested space and path dependency.
- C. Zook, Profit from the Core, 2001 — adjacency as a move from a defined core.
- C. Zook, Beyond the Core, 2004 — the sequence of adjacent moves.
- M. E. Porter, Competitive Advantage, 1985 — value chain and value system.
What was developed for this application
- The sixteen-cell bifurcation of any strategic dimension, endogenic, exogenic or interface.
- The systematic combination scan across dimensions, with tags read from the coordinates.
- The three zone tests — tension, convergence and white space, the last one deliberately manual.
- The enforced separation of identification from assessment: the tool cannot hold a score.
Rights
Provision and liability
- Whether provision is charged or free of charge depends on the engagement; where an individual agreement exists, it prevails.
- It computes and displays on the basis of the data entered. It does not give advice and it does not make decisions.
- No warranty is given as to correctness, completeness or fitness for a particular purpose; use is at your own risk.
- Decisions and their consequences remain with the user.
Copyright and use
- © 2026 dsc Strategy Consulting. The frameworks, the wording and this application are our work.
- Clients may use it for their own work, commercially included.
- Reusing it, passing it on, publishing it, reselling it or reworking it into a competing offering is prohibited.
- If you want to do more with it, ask us — usually we are glad to agree.
Use permitted, redistribution and resale prohibited.
Provided without contractual obligation. The tool computes and displays; it does not advise and does not decide.